In the agrochemical space, the challenge of attracting young and diverse talent is paramount. As the industry traditionally skews towards an older demographic, efforts to infuse youth and diversity become crucial for innovation and sustainability.
The rationale behind this is that individuals in the agro sector commonly join a company and often remain in the same role or domain throughout their careers, even if they change employers. Mobility is not high in this industry, particularly because many employees are based in remote areas and prefer stability. Additionally, people in the agro industry tend to stay within specific segments, such as seeds or crop protection. For instance, an individual working in the seeds segment is likely to continue in a similar role even after changing companies. This specialisation creates a unique challenge in terms of talent dynamics within the industry.
Understanding the significance of having a diverse workforce, Crystal Crop, a research and development-based crop protection, manufacturing and marketing company, has been continuously endeavouring to get the right talent.
The company, which hasn’t been very regular with campus hiring in the past, visited six campuses in the current year to hunt for fresh talent into the agro space. “There is only a very minor segment of the population that embodies the characteristics of Gen Z go-getters. Hence, this year we visited six campuses, including SIBM Pune, Symbiosis Operations Management in Nasik, IIM Ahmedabad and IIM Ranchi. We still have two pending visits to complete the six, which are MDA and IMT Ghaziabad. I’ve personally presented and engaged with students on career opportunities in these institutes. Currently, we are actively involved in the ongoing hiring process,” reveals Bijender Vats, global-CHRO, Crystal Crop.
“In the agrochemical sector, where a significant majority, around 80-90 per cent are sales employees working closely with farmers, achieving diversity is a challenge. With our ongoing efforts, our current overall diversity ratio is in the range of four to five per cent, making it a rare occurrence to find women employees.”
Bijender Vats, global-CHRO, Crystal Crop
The company’s hiring process has two phases. The first phase focuses on recruiting management trainees, selecting about four to five candidates from reputable B-schools, particularly for marketing roles. The second and more extensive hiring phase in its agrochemicals sector pertains to internships. “Given the seasonal nature of our operations, where different crops have specific timelines, intern hiring becomes a crucial aspect of our workforce strategy. Our team members are currently on a recruitment drive in Punjab and Madhya Pradesh with the aim of bringing on board approximately 250 interns,” asserts Vats.
Typically, the company hires 600 to 700 interns, annually. This approach is driven by the nature of the agrochemical industry, heavily influenced by crop cycles. The business model adapts to the success or challenges faced in each season, with a corresponding adjustment in intern recruitment numbers based on crop performance. For instance, when Bajra cultivation was prominent in Rajasthan, the company hired 400 interns.
In the agrochemical sector, which is normally male dominated, getting women talent on board is another challenge for the company. However, it’s putting a lot of effort into bringing more women on board.
“In the agrochemical sector, where a significant majority, around 80-90 per cent are sales employees working closely with farmers, achieving diversity is a challenge. With our ongoing efforts, our current overall diversity ratio is in the range of four to five per cent, making it a rare occurrence to find women employees,” shares Vats.
Following the commitment towards diversity and inclusion, the company initiated its first ever ‘Crystal Women’s Network.’ The initiative helps women to voice their opinions, and express their perspectives more freely. Additionally, it holds meetings where women share their stories to help inspire others as well.
Usually, the nature of the work requires employees to travel to rural areas, and shoulder a lot of field and sales responsibilities. This is also one reason why the company has faced a lot of hesitation from women employees. However, when management interns share their success stories through this Network, it works as an inspiration for others.
Citing an example, Vats shares that three women interns (management trainees) recruited last year in the Nashik facility, helped the company grow their business from 90 lakhs to 1.5 crores. Such stories motivate the other women employees to take up more field and sales roles.
Sales is another challenging area where the company is actively trying to improve its diversity ratio in the next three to six months. The company aims to hire at least 25 women sales employees within the next six months.
The company emphasises on ensuring the safety and training of its women employees. “Daily safety education is a routine practice, commencing with a morning safety oath. This is not just a recitation but a dynamic session where employees discuss ongoing manufacturing activities, potential risks and safety precautions. Each session is recorded on video, not due to mistrust, but as a measure to ensure everyone is fully engaged with and committed to safety protocols,” enunciates Vats.
Another crucial aspect of safety measures involves providing all field employees with a company vehicle and a dedicated driver. This practice is particularly critical for sales employees working in the field, especially those involved in the seeds segment.
Crystal Crop’s focus on diverse hiring has not only helped with more employee engagement, but it has significantly reduced its attrition rate, which was about 39 per cent. The rate has now come down to 19 per cent with several factors contributing to it.
The very first step the company took to reduce its attrition involved a comprehensive overhaul of its HR practices, including the revamp of its medical claim insurance. “Notably, our insurance coverage extends not only to full-time employees but also to drivers, housekeeping staff and all members of our workforce. This emphasis on social security has significantly helped mitigate attrition,” asserts Vats. Additionally, the company has implemented various initiatives to enhance the overall employee experience.
Another factor that contributed to reducing attrition is the focus on internal talent. Historically, the organisation has leaned towards recruiting externally. However, this year, 80 per cent of its promotions (11 out of 13) were given to internal candidates. “This approach has resonated well, as employees now see opportunities for growth within Crystal, prompting them to reconsider venturing into the external job market,” reveals Vats.
Furthermore, the company implemented two significant initiatives in terms of learning and development, applicable across departments.
At the leadership level, the HR launched the ‘HR for non-HR programme’ that aims to equip line managers with essential HR knowledge for effective management. Simultaneously, for the sales department, the company organised a ‘Spearhead workshop’ to foster the development of its sales employees, aiding their progression into higher roles.
Another key focus for reducing attrition has been the overall cultural transformation. Strongly believing that ‘culture must emanate from leadership’, every quarter, the company facilitates an organisation-wide interaction called ‘Samwaad’ with the managing director and the leadership team.
In this session, lasting about an hour and a half, there’s an initial 15 to 20-minute address covering announcements, followed by an open forum. Sharing his own experience, Vats adds, “When I joined, it was conveyed that this forum served as a platform for the HR to address 70-80 questions, demands and expectations. However, it has evolved into a space where people share their achievements, express excitement and pose forward-looking questions. The initiative isn’t just an avenue for employees to voice problems but an opportunity to discuss how Crystal can improve.”